To understand the process and lessons learnt in implementing an integrated talent management process • The perfect talent storm • Business imperative for TM – top CEO agenda item • TM Framework for finding, growing and keeping talent • TM process and events – how does it work in reality, talent reviews • TM tools – 9 box, leadership pipeline, criteria for talent (case studies) • Developing and retaining talent • Successes and Lessons learnt

1. Talent Management
Executing integrated talent processes
Debbie Craig: MD Catalyst Consulting, Author: I am Talent & I am Alive

2. Experienced
team
CONSULTING SOLUTIONS
Partners in customised solutions
to people challenges
LEARNING SOLUTIONS
Break-through learning
to build capacity
REAL BUSINESS VALUE
Thought Leadership
Experienced Team
Practical Tools
Global & Local Track Record
Catalysts in creating high performance, high engagement organisations
through developing leaders, building capacity, and leveraging talent

3. Topics
1. The perfect talent storm
2. A holistic view of talent management – framework and process
3. Talent management – key tools
4. Critical success factors and lessons learnt
5. Evolution of talent management

4. The perfect talent storm
Option 05
Skills shortage
- Cost cutting vs.
closing the skills gap
Economic
uncertainty
Generation gap
Making space
Identify & develop
talent early
Restructuring,
downsizing, cost
management vs.
retention
Globalisation
& access to
information
Employer of
choice –EVP
Manage
succession risk
Ageing
workforce
High turnover
of key talent
Employment
equity & diversity
Engagement –
higher expectations
The PERFECT TALENT STORM
With organisations today operating under unprecedented conditions of competition and turbulence, it is
increasingly difficult to attract and retain talented employees and scarce skills positions. It is therefore
imperative that during these times, organisations develop a purposeful process for sourcing, attracting,
engaging, managing, developing and retaining key talent.
“People have become the key differentiator in today’s knowledge-based economy”.

5. The talent landscape is shifting
• Traditional career paths
• Work to earn a living
• Be thankful for a job
• Paternalistic career
development
• Limited access to career
opportunities and learning
• Previous generations – willing to
work hard and make sacrifices
• Wait and hope for opportunity
• Portfolio lives
• Work must be meaningful
• Attraction & engagement is king
• Individually driven career
development
• Global access to career
opportunities and learning
• Gen Y have different work and
lifestyle expectations
• Empower individuals to drive
own career and development
Power shift: from company talented individual

6. The drive toward High Performance
Engagement
PerformanceLeadership
Culture
+70%
#1 reason
+28%
3 x higher
Clear Vision & Strategy
Transformational Leadership
High Performance Teams
Talent Management
Right Culture
Quality of talent and engagement of talent =
directly linked to ability to achieve growth and profitability targets
Sources: CLC, Delloittes, Aon-Hewitt, Watson Wyatt, Towers Perrin, Gallup, DDI, Institute of Work Psychology, PWC

7. - 7 -
Catalyst Talent Management
Framework
Effective Talent Management ensures operational continuity and sustainability by ensuring
that the right people, with the right skills, are in the right job, at the right time to ensure
successful business results.

8. - 8 -
Catalyst Talent Management
Framework
Talent strategy
Workforce planning
Talent principles
Segmentation & EVP (MCPs)
Talent process & tools
Strategy document
Talent identification and
succession planning
Leadership pipeline
9 box matrix
Career discussion
Succession plans
Succession risk mgt
Talent resourcing
Role profiles
Recruitment practices
Strategic sourcing
On-boarding
Talent attraction & retention
Attraction strategy – EVP,
marketing, visibility
Retention strategy – co brand,
culture, leaders, roles, rewards
Talent development
Competency profiles
Role profiles & proficiency
Career development plan
Accelerated learning
On-the-job learning & coaching

9. What we experience
Not credible
Not transparent

10. Talent Management Process
Preparation
Career
Discussion
Talent
Review
Outputs &
Actions
Feedback &
Monitoring
• Collect portfolio of
evidence for:
• Performance
(review plus criteria)
• Competence (gap
analysis)
• Potential – criteria
• Career Discussion
Template
• Realistic aspirations
• Development
priorities & plans
• Engagement &
retention
• Present direct
reports:
− 9-Box
placements
− Portfolio of
evidence
− Succession
Plans
− Talent action
plans
• Succession Plans &
pools per MCP
• Talent development
and action plans
• Collation of all
outputs into master
plan (HC)
• Feedback to
individuals
• Quarterly reporting
and monitoring of
talent action plans
and measures
30 mins per direct
report
30-60 mins per direct
report
60 mins consolidation
1 day participate
30 mins to present
Per action item 15 mins feedback
Anticipated effort

11. Talent Management Tools
Preparation
Career
Discussion
Talent
Review
Outputs &
Actions
Feedback &
Monitoring
# 1# 1
# 3# 3
# 5# 5
# 6# 6
# 4# 4
# 2# 2
Manage Self
Manage Others
Functional Manager
Group Manager
Manage Managers
Enterprise Manager
Business Manager
# 1# 1
# 3# 3
# 5# 5
# 6# 6
# 4# 4
# 2# 2
Manage Self
Manage Others
Functional Manager
Group Manager
Manage Managers
Enterprise Manager
Business Manager
Exceptional (4)Full (3)Not yet full (1/2)
Performance
Exceptional (4)Full (3)Not yet full (1/2)
Performance
Potential
GrowthMasteryTurn
Integrated
Pipeline
Performance Standards /
Role Profiles
9-Box Matrix
- 6 -© Catalyst Consulting 2009
Manage Self Professional
Outputs by KRA
Financial
• Uses resources efficiently and effectively
• Plans and sets own/team targets (products/services/volumes
etc)
• Contributes to budget setting & control of costs
• Awareness of impact on business of financial decisions
People
• Coaches and mentors others in field of expertise
• Communicates and collaborates effectively with others
• Proactively builds professional relationships within and across
teams
Business Processes
• Ensures professional activities meet HSEQ standards
• Drives out own work in alignment with team objectives
• Follows company policies and procedures efficiently and
effectively
• Leverages internal and external networks to identify
optimisation opportunities
Customers
• Achieves results in a way that builds and maintains
constructive working relationships with managers, peers,
clients and other service providers
• Demonstrates understanding of internal and external customer
needs, expectations and delivers accordingly
• Collaborates effectively with internal and external service
providers
Role Behaviours
• Spends time delivering work within own area or area of professional expertise
and proactively seeks out feedback
• Lives organisation values
• Displays professional conduct
• Manages own time to ensure working relationships with peers and customers
• Asks questions to clarify objectives and provides support to others seeking
clarificationin area of expertise
• Sustains high level of focus effort and energy
• Approaches and resolves problems in a systematic way
• Actively pursues own development
• Communicates with others clearly and considerately
• Recognises when issues need to be resolved and with whom
• Manages delivery of medium/longterm goals effectively
• Embraces change and implements it in own areas of work
• Applies knowledge and expertise for results
• Lives organisation values and brand when interacting with internal and external
customers
Warning signs of leading at the wrong level…
• Fails to meet HSEQ standards
• Does not meet objectives timeously
• Fails to build effectiveworking relationships within the team
• Poor professional discipline (e.g. time management)
• Allows problems to fester rather than address them timeously and constructively
• Fails to undertake preventative action in professional areas of responsibility
Talent Action Plan
Succession Plan
Competency
Profiles
Portfolio of evidence
Career Discussion
Personal Profiles

12. Talent Forum Process
Tier 1: Co X wide Talent Forum E
xco reviews all BU heads and
consolidated BU talent (levels 2&3)
Tier 2: BU talent forums
BU Excos review next levels and key
talent in each BU
Tier 3: Support area talent forums
Support area Excos review next levels and key talent in each
support
Purpose
Objectives
Outcomes
Agenda
Frequency &
Accountability
Attendees
Responsibilities
Access to info
Outputs
Inputs
Attendees

13. Achieving performance
Performance Standards
what level of performance is required
to be successful in the role (Outputs)
Tasks
Activity
Results
Outputs
Competency Standards
what capabilities are required to
achieve the required standard of
performance (Inputs)
Knowledge
Skills
Behaviours
Values
How do I know I am successful in the role

14. Leadership and technical pipeline
criteria
Leadership
Level
Criteria
L 4
Executive
Manage
Business
(Business
leadership)
Heads up an operation or a business
comprising multiple operations
E.g.. THS Managing Director, Financial
Director, HR Director, Marketing Director
L 3
Strategic
Manage
Function
(Functional
leadership)
Heads up a function comprising multiple
departments
E.g.. , General Managers, DSM, SMM, Div
procurement manager, Ops support
manager
L 2
Operational
Manage
Managers
(Results
leadership)
Heads up a department. More than one
layer of direct reports
Eg. Senior Manager, Manager, Works
manager
L 1
Team
Manage
Others
(Team-
leadership)
Heads up a team, only one layer of direct
reports.
e.g..Plant Coordinators & Supervisors,
Eng./Materials/QC/Prod Manager,
Supervisor
Technical
Level
Criteria
T 4
Deep
specialist
Functional
advice
No direct reports, experienced graduate
and registered professional, deep
specialist, many years industry
experience
E.g.. Senior Professional Engineer,
Commodity Specialist, Maize Admin
Manager
T 3
Knowledge
worker
Technical/profe
ssional advice
No direct reports, graduate and registered
i.t.o. codes of practice
Eg. Engineer, Senior Buyer/QC
T 2
Skilled worker
Technical
application
No direct reports, some technical training
required
Eg. Technician, Artisan, junior buyer,
exports sampler
T 1
Operator/
Administrator
Task delivery
No direct reports, no formal training
required
E.g.. Secretaries, PA’s, administrators,
driver,

15. 9 box matrix
Performance
(Track record and behaviors)
Falls Short (1-2) Meets (3) Exceeds (4-5)
Ready Later – coach and develop,
need intensive support
Ready now for additional
responsibility e.g. short term
assignment
Ready now for new level job
Develop skills or identify mismatch
for release
Stretch and test e.g. projects / new
assignments Ready now for bigger job
Correct or manage release Maximise productivity and upgrade
skills or move
Retain, recognise and utilise as
coaches
Underperformers:
Rigorous performance management required
High Flyers:
Focus on accelerated development
Key Players:
Focus on performance to ensure continued
value is added
Potential
(Stretchandpersonalorientation)
Develop
&Apply
Consolidate&
Contribute
Move&
retain

16. Defining Potential
ABILITY
Mental/cognitive ability
Emotional intelligence
Technical/functional skills,
Interpersonal skills, ability to
stretch and progress quickly
TRACK RECORD
Consistent history of good to
exceptional performance and
results
Good relationships
and reputation
BEHAVIOUR
Leadership behaviour
Team player
Relationship builder
Contributor
Values alignment
Positive Attitude
ASPIRATION
Desire for advancement,
influence, financial rewards
Work-life balance
Overall job satisfaction
ENGAGEMENT
Emotional commitment
Rational commitment
Intent to stay
ATTRIBUTES
Innate characteristics
Energy, drive, passion
Curiosity, willingness to learn &
change, Resilience

17. Example: Functional Competency Gap
Analysis
Competency HR Manager –
required
proficiency
level
HR Manager-
actual
proficiency
level
Gap for
development
HR Strategy 4 4 0
HR legislation 5 4 1
HR Policies & Procedures 5 3 2
HR Measures 4 2 2
Organisational Design - structure 3 2 1
Organisational Development - culture 3 3 0
Diagnostics – data, analysis, reporting 3 3 0
Recruitment 4 4 0
Performance 4 5 0
Training and Development 3 4 0
Talent Management 5 3 2
HR information systems 3 2 1
Employee relations 5 4 1
Employee Wellness 3 3 0
Consulting skills 4 4 0
Project Management skills 4 3 1
IDP
IDP
WSP

18. Portfolio of Evidence
Evidence of Performance Evidence of Potential
RESULTS
quantity, quality, cost, service, surveys, deadlines, project delivery,
efficiencies, financial results (KPIs)
ABILITY
cognitive processing ability (CPP), emotional intelligence (EQi), technical
competence
ACCOMPLISHMENTS
awards, special achievements, going the extra mile, customer feedback,
management recognition, special assignments
ATTRIBUTES
energy, drive, positive attitude, passion, curiosity, fast learner, openness
to change, resilience, willing to go the extra mile
RELATIONSHIPS
relationships built and maintained, networks, conflict resolution, teamwork
LEADERSHIP COMPETENCIES
self-leadership, leadership of others, team player, relationship builder,
influencer, communicator, innovator, problem solver
PROJECT/TEAM CONTRIBUTION ideas, commitment, delivery,
support, accountability, ownership
ASPIRATION
desire for advancement and financial rewards, ambition, sense of
purpose
CULTURE
leadership brand, values
ENGAGEMENT
intent to stay, discretionary effort, enthusiasm, loyalty, responsive to
change

19. Example: Decision matrix results

20. Tool I – Talent Action Plan
Individual Action Item By Who By When
Stephanie Day Coaching and stretch assignments to build readiness
for Senior Manager position or similar
John 30/6/12
General Items Action Item By Who By When
Retention Arrange market survey for all professional posts in
Unit and pay market allowance as applicable in terms
of Scarce Skills Policy.
Stephen 30/7/12
Resourcing Build a graduate programme and pipeline for artisans
and engineers to ensure supply.
Jenny 30/10/12
Development Source project mgt course for managers Khosi 30/11/12
NB: give feedback to the candidates on the outcomes of the talent forum using the feedback guidelines.
Ensure all action plans are integrated into management agendas, actions and tracking processes

21. Critical success factors
• Joint design and implementation team (HC and line reps)
• Committed Steering Committee (senior execs)
• Training of HC and line managers (min 1 day with practical application)
• Strong facilitation skills of forum – strategic debate with evidence and info
• HC capacity to coach and influence to ensure quality preparation
• Talent forum events diarised – strategic business process
• Consequences – no prep = no present
• Quarterly reviews with accountability
• Master data collation and management (supported by technology)
• Journey map - Project and change management
• Transfer of learning – business as usual

22. Refinement of Talent Management
Activities
- 22 -
Segmentation
strategy
Succession pool
management
Retention
strategy
Accelerated
development
(BDAL)
EVP

23. Thank You
Catalyst Consulting (Pty) Ltd
Phone +27 11 465 6270
Email info@catalystconsulting.co.za
Web www.catalystconsulting.co.za
facebook.com/Catalyst Consulting Pty Ltd
twitter.com/@CatalystSA
linkedin.com/Catalyst Consulting South Africa

24. Talent segmentation strategies
EXECUTIVE
TALENT
(GM+ global
talent)
EMERGING TALENT
(Gen Y)
NEXT GENERATION
LEADERS
(Level 2&3 successors)
EXPERTS
(MCP | technical
specialists)
HIGH
POTENTIALS

25. Succession Pool for Regional Managers –
Example
Successors Ready
9
box
Talent Actions
(from TF)
Candidate A 5 Ready in less than a year to move to the next level.
Expand his railway knowledge. Understand dimensions
of this business on a self learning basis. Has potential to
take over GM level. Next 12 months to attend. Build his
functional competence through ISRMI. Mission critical
Position. Innovator Leadership development
Programme. Manage Managers.
Candidate B 5 Ready in more than two years to move to the next level.
Innovator leadership development . Provide personal
Coach. Manage manager.
Candidate C 4 Ready in 1-2 years to move to the next level. Personal
Coaching . Emotional Intelligence training. Personal
mentoring. Navigator leadership programme. Sales
Executive Council membership (UK based):
implementing world best practise in industrial
marketing training). Mission Critical Position. Manage
Managers.

26. Engagement and Retention Pillars &
EVP
ENGAGEMENT AND RETENTION STRATEGY
“The Pillars”
Great
Company
Great
Culture
Great
Career
Great
Leaders
Great
Rewards &
Recognition
Company Brand
and reputation
Company Values
Culture and
behaviours
Long term
opportunities for
development and
advancement
Inspiring
leadership
and best people
Motivating
remuneration,
benefits &
recognition
Engagement, Enablement, Empowerment

27. Attributes and Offerings for Engagement and
Retention - illustrative
Great Company Great Jobs Great Reward Great Leaders Great Culture Engagement,
Enablement,
Empowerment,
• EVP awareness
• Brand reputation
• Corporate Social
Responsibility
• Performance mgt
• Work-life balance
• Role and goal
alignment
• Recognition
programs
• L/T Incentives
• S/T incentives
• Live the
Leadership
Brand
• Hold people
accountability
• Purpose
driven
• Values Driven
• Coaching and
mentoring
• Decision making
• Social
interaction
• Bursary scheme
• Sponsorships
• Project work
• Acting
opportunities
• Progression
routes/technica
l ladders
• STIP
• Leadership
development
programs
• Coaching and
mentoring
• Values known
and lived
• Induction
program
• Talent Forums
• Career
discussions
• IDP reviews
• Flexible work
hours
• Virtual office
• HIPO exposure to
projects
• Technical
competencies
defined
• Share scheme
equivalent
• Recognition
mechnisms
• Leadership
brand defined
and measured
• Accelerated
development
• Culture of
dialogue and
honest
conversations
• Social media
strategy
• HR Capacity
building
• Review
decision rules
for
empowerment
)
AttributesCurrentFuture

28. Current reality: Perceptions of “5 Greats”
Great company Great leaders
Great careers Great culture
Project team – line & HR
General managers

29. Yury Boshyk: Business Driven Action Learning

30. Accelerated Learning Program
Session 1
(3 days)
Session 2
(1 day)
Session 3
(1 day)
Session 4
(1 day)
Session 5
(1 day)
Session 6
(1 day)
Aug Sept Nov Jan Feb Apr
FINALPRESENTATION
INTRODUCTORYSESSION
Session 1
Project work
Group coaching
Indiv coaching
Session 2
Project work
Group coaching
Indiv coaching
Session 3
Project work
Group coaching
Indiv coaching
Session 4
Project work
Group coaching
Indiv coaching
Session 5
Project work
Group coaching
Indiv coaching
Session 6
Project work
Group coaching
Indiv coaching
• Project planning
• Team building
• Ensuring success
• Crucial
conversations
• Project
management
• Diagnostics
• Change
management
• Performance
management
• Talent
Management
• Recruitment &
on-boarding
• Competency
management
• Facilitation
• Assessment
• Culture
• Engagement
• OD practices
• Business
partnering
• Business
accumen
• Strategy
implementation
• Roles of line vs
HR
Cognitive
competencies
• Strategic &
systems
thinking
• Innovation
Intra-personal
competencies
• Emotional
intelligence
• Meta-
competencies
for success
• Drive for
results
Inter-personal
competencies
• Strategic
relationships
&networking
• Collaboration
• Effective
teamwork
Leadership
competencies
• Inspirational
leadership
• Engaging,
enabling and
empowering
others
Communication
competencies
• Presentations
• Influencing
• Intro to HR journey
& competencies
• Co X context
• Intro to projects
• Assessments
• Intro to sponsors,
mentors/coaches

31. “The ability to learn
faster than your
competitors may be the
only sustainable
competitive
advantage.”
Arie De Geus

32. Thank You
Catalyst Consulting (Pty) Ltd
Phone +27 11 465 6270
Email info@catalystconsulting.co.za
Web www.catalystconsulting.co.za
facebook.com/Catalyst Consulting Pty Ltd
twitter.com/@CatalystSA
linkedin.com/Catalyst Consulting South Africa